Enhancing performance in Turkey's logistics firms

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the link between dynamic capability development, strategic management, and environmental performance in third party logistics (3PL) companies. The results revealed that dynamic capabilities – namely, in order of descending importance, the sub-dimensions of sensing, coordinating, learning, and integrating – do drive company performance. In turn, where more environmental munificence is present, dynamic capabilities and strategic management are elevated in their quality and business value delivery. A balance of accessing their market's big picture, tailoring strategy to operational targets, and elevating dynamic capabilities cross-functionally within the company forms a triad for performance-enhancing success among the 3PL manager population. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Narratives of environmental munificence of 3PL firms on the relationship between dynamic capabilities, strategic management and organizational performance

PurposeThe purpose of this paper is to examine how the mediating effect of strategic management impacts the relationship between dynamic capabilities and firm performance concerning environmental munificence in 3rd party logistics (3PL) firms operating in Turkey.Design/methodology/approachVariance-based structural equation modeling algorithm and correlation analysis were applied to survey data obtained from (n = 482) a top manager from 3PL companies.FindingsResults revealed that dynamic capabilities were a strong predictor for organizational performance, environmental munificence also emerges as a key predictor for dynamic capabilities and strategic management, and strategic management fully mediates the link between dynamic capabilities and organizational performance, suggesting that they function as substitutes in affecting performance outcomes.Research limitations/implicationsThis paper provides empirical evidence of the relationship between the dynamic capability adaptation, strategic management, environment and performance of 3PL firms. As a limitation, the results are based on survey research with a limited sample size.Practical implicationsOrganizations should manage not only dynamism but also the scarcity of environmental resources found to be significant on both dynamic capabilities and strategic management. Additionally, in the logistics sector, managers should focus on the big picture while they empower and lead capable followers to transform this strategic view into operational-level changes.Originality/valueDepending on the relationships between constructs, studying environmental munificence is a different topic than the dynamic environment concept in the effectiveness of dynamic capabilities of 3PL firms. As well as dynamic capabilities at the level of individual and strategic management relationship on organization performance are confirmed.

Research on the Effect of Knowledge Network Embedding on the Dynamic Capabilities of Small and Micro Enterprises

In the complex and dynamic economic environment, the growing pain of small and micro enterprises is long-standing. It is urgent to strengthen the research on the endogenous growth mechanism of small and micro enterprises. Based on the background of the era of knowledge-driven economy, this paper explores the relationship between knowledge network embeddedness and dynamic capabilities of small and micro enterprises with environmental munificence as the regulating variable. We have the structural equation empirical research with the data from 260 questionnaires of small and micro enterprises. The results show that structural embeddedness and relational embeddedness have a positive driving effect on the dynamic capability of small and micro enterprises, and environmental munificence plays a positive regulatory role in the positive impact of knowledge network embedding on the dynamic capability. The research conclusion is helpful for the small and micro enterprise to develop dynamic capacity and for the supportive policy making as well.

What’s It Like Inside the Hive? Managerial Discretion Drives TMT Gender Diversity of Women-Led Firms

Do women promote other women? We investigate this question through the lens of gender role theory and managerial discretion. While the trickle-down effect suggests that women in positions of power are likely to promote other women, the queen bee phenomenon indicates that senior women distance themselves from other women. We argue these two conflicting perspectives have developed because (a) much of the literature has considered the influence of board gender representation on top management team (TMT) gender representation, ignoring the role of the CEO, and (b) an important tenet of the queen bee phenomenon has been overlooked in that women who perceive an ability to challenge traditional gender norms are less likely to engage in queen bee behavior. Thus, we suggest women CEOs, who are in a unique position of both importance and isolation, are less likely to promote other women to the TMT due to the gendered context in which they are employed, but as the CEO’s capacity to enact change (i.e., managerial discretion) increases, so too does their ability to challenge traditional gender norms. More specifically, we hypothesize and find that while the presence of women CEOs negatively relates to the proportion of women on the TMT, this relationship is weakened by CEO power, lack of board vigilance, and environmental munificence. Post hoc analyses demonstrated that while a trickle-down effect occurs from the board to the TMT, these mechanisms may not exist at the CEO-TMT interface, highlighting the importance of considering the role of CEO discretion in enhancing executive gender diversity.

Gender Faultline Strength on Boards of Directors and Strategic Change: The Role of Environmental Conditions

Drawing on the notion of “fault lines” and the upper echelons perspective, we argue that the gender fault line strength of a board of directors is negatively related to strategic change. More interestingly, while gender fault line strength negatively relates to strategic change under low levels of environmental complexity, environmental dynamism, and environmental munificence, it is positively related to strategic change when environmental complexity, environmental dynamism, and environmental munificence are at high levels. The analyses of panel data of 5781 firm-year observations of 1171 Chinese firms provide support for the hypotheses.

How do group affiliates benefit from dual legitimacy to acquire resources in emerging economies? Evidence from China

Purpose This paper aims to examine the relationships between the group affiliates’ dual legitimacy (membership legitimacy and societal legitimacy) and dual resource acquisition (intra-group and out-group), and the moderating roles of environmental uncertainty and munificence in the emerging economies. Design/methodology/approach This paper adopts hierarchical regression analysis to test the hypotheses based on the unique data of 251 group affiliated firms in China and applies the alternative measurements and alternative methodology of structural equation modeling into robustness check to confirm the results. Findings The results show as follows: the group affiliates can benefit from membership legitimacy for intra-group resource acquisition and out-group resource acquisition through the mediations of societal legitimacy and intra-group resource acquisition. However, in the linkage between affiliates’ membership legitimacy and intra-group resource acquisition and the linkage between societal legitimacy and out-group resource acquisition, environmental uncertainty plays the positive moderating roles while environmental munificence plays the negative moderating roles. Under the condition of high environmental uncertainty and low environmental munificence, the linkage between membership legitimacy and intra-group resource acquisition, and the linkage between societal legitimacy and out-group resource acquisition reach the strongest level. Research limitations/implications The findings highlight the importance of dual legitimacy building for group affiliates to acquire resources both inside and outside the business group when they operate in emerging economies characterized by high environmental uncertainty and low environmental munificence. However, it does not explore the contextual factors (e.g. institutional distance) affecting the relationship between the affiliate’s membership legitimacy and societal legitimacy. Then more group-level factors are expected to be included and explored with multi-level models in the future studies. Originality/value The findings reveal the mechanism of how group affiliates benefiting differently from dual legitimacy to acquire resources in the emerging economies, which also provide a new interpretation for the questions of who benefiting more from the group affiliation, how and why (Carney et al., 2009). This research also explores the moderating roles of task environmental characteristics (environmental uncertainty and environmental munificence) on the affiliate's dual legitimacy and dual resource acquisition, which helps understand why legitimacy building is more important in terms of resource acquisition in the emerging economy characterized by uncertainty and non-munificence.